September 2015 © Serge Imboden, HES-SO

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Wha

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© Serge Imboden, HES-SOSeptember 2015

2© S. ImbodenInstituteEntrepreneurship & Management

1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership4. Implementing strategic management 5. Conclusion

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James Downtown1938 -

Argyris1923 - 2013Mayo

1880-1949 Time

1930 1970 19901950 2015

Evolution

Taylorism and Fordism

1900-1930

Human Relations Approach

1930-1940

Leadership styles also change

Bureaucratic Management

Approach (Weber)

1940

Contingency Theory

1960

Questioning the old models

1970

Transactional leadership (agreed

goals, delegation, responsibility)

1973-…

Taylor1856-1915

Ford1863-1947

Fayol1841-1925

Weber1864-1920

Maslow1908-1970

Mac Gregor1906-1964

Herzberg1923-2000

Lewin1890-1947

Mac Gregor Burns 1918 -

Modern Approaches (e.g.

Management by exceptions)

1980-1990

Bernard M. Bass1925-2007

Likert1903-1981

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Instructional Leader (educational

support)

…

Transformational leadership (trust, respect, loyalty and

admiration)

1978-…


The importance of the leadership style

The leadership style can have a significant impact on the success of an organisation

As a rule, well-managed employees are satisfied, motivated and committed

This, in turn, has a positive effect on the teaching and student satisfaction

This raises the question about which leadership style a manager/executive should practise and promote

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Leadership styles are much researched Research peaked in the 1950s at the Ohio State

University and was based on the paradigm of Behaviourism (Behavioural Sciences)

This research generated a limitless amount of "effective" leadership styles

A basic model is the division into- task-oriented (objectives, planning, coordination,

organisation)- relation-oriented (support, praise, recognition)

and - cooperative behaviour (mutual assistance and

participation in the team) Numerous versions have hence been developed

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Classic leadership style according to K. Lewin(1890-1947)

Employee scope of action

Manager‘s scope of action

Authoritarian Cooperative Laissez‐faire

Manager decides and controls

Employees are involved in decision making process

Employees have total freedom

Employee performs Delegation is possible Decision and control lies with the employee

Fast response Third‐party control replaced by self‐control

Individual strengths are promoted

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Further categorisation of leadership styles

Leadership styles can also be categorised according to the number of orientation characteristics of the style (Neuberger, 2002):1. One dimensional Leadership styles (all of the

above; authoritarian, cooperative, charismatic,...) 2. Two dimensional Leadership styles (managerial

grid according to Blake/Mouton and polarity profile according to Bleicher)

3. Three dimensional Leadership styles (situational leadership style: the optimal leadership style depends on the situation (Blanchard & Hersey, 1982)

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Critical thinking

Commitment/Participation

high

low

highlow

convince

motivate involve

Effective Followers

Critics/External(Alienated)

Yes peoplePassive(Sheep/Slacker)

demand & support

Pragmatists

Give assurance

(Based on Kelley, 1988)

Effective Followers support

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Become Effective Followers

Self-Management

Commitment

Competence

Courage

ability to think critically, have control over one‘s own actions work independently

Helps to reduce the work burden (work can be delegated)

feels committed with the vision and objectives

Helps to maintain the motivation high has the attitude and the

skills to achieve a goal or accomplish a task.

Helps to maintain objectives challenging

Abide by their principles and ethical standards (even when the supervisor is dishonest)

(are loyal, trusty and honest with their superiors)

Helps to build continuity and trust

(based on Kelley, 1988)

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1. The importance of leadership style2. Leadership vs. Management

3. Model of effective leadership4. Implementing strategic management 5. Conclusion

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Leadership vs. Management

Passive Leader

Transactional Leader

Transformational Leader

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Transactional Leader: Objectives, delegation and evaluation

(Robbins, 2011)

Passive Leader



TansactionalLeadership

(* Management by objectivesManagement by exceptions)

Agree on objectives

(MBO, MBE*)

Delegation of responsibilities

Monitoring performance

Praise & Criticism

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Transformational Leader: Vision, respect and admiration

(Based on: Prof. Dr. Waldemar Pelz‐ http://www.management‐innovation.com)

Passive Leader



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Loyalty

Readiness to learn

Teamspirit

Self-discipline

Responsibility

Motivation

My behaviour as

Executive

Be a role model

Challenge others(Inspiration)

Stimulate performance (Stimulation)

Take an entrepreneurial

approach(Innovation)

Develop skills(Enabling)

Fair Communication (Consideration)

ensuresensures


Passive Leadership : Intervene only in exceptional cases

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(Bass & Avolio, 1997)

Management by

Exceptions

Laissez-faire

Passive Leadership

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1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership

4. Implementing strategic management 5. Conclusion

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Wh

eel o

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oo

d &

co

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t le

ader

ship

(Imboden, 2015)

Leadership skills

ControllingProject mgmt.Process mgmt.Quality mgmt.Financial mgmt.HRMEtc.

Vision/Mission

Strategies

Measures/Projects

Lead well & correct

Innovation mgmt.Change mgmt.Risk managementMarketingEtc.

support**solve

problems effectively

* According to Feser et. al. (2015 ) these four features are the most effective3. M

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Dschungel Exempel of Covey

Do the right things

Do the things right

Beispiel «Dschungel» aus Covey, 2005

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1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership4. Implementing strategic management

5. Conclusion

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“Every enterprise requires a vision. The enterprise must have simple, clear, and unifying objectives. Without such commitment there is no enterprise; there is only a mob”.

Peter F. Drucker

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Wh

eel o

f g

oo

d &

co

rrec

t le

ader

ship

(Imboden, 2015)

Leadership skills

ControllingProject mgmt.Process mgmt.Quality mgmt.Financial mgmt.HRMEtc.

Vision/Mission

Strategies

Measures/Projects

Lead well & correct

Innovation mgmt.Change mgmt.Risk managementMarketingEtc.

support**solve

problems effectively

* According to Feser et. al. (2015 ) these four features are the most effective3. M

odel

of t

he e

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ive

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Cockpit

ImplementationOperational level

Strategic Management is the key task of a Leader

Cockpit leadershipStrategic level

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The vision serves as orientation and decision support Does it serve as orientation to

employees (what do we want to be? where do we want to go?)

Gives security in decision-making Aligns the company towards a long-

term goal Is a communication and motivation

instrument

In crisis situations it helps to take the right position

Is a mirror of the corporate culture

Time scale: 5 -10 years

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The mission describes the values/virtues?

Conveys the mandate and purpose of the company (why do we exist?)

Focuses on the customer‘s perspective

Describes the values/virtues of the company

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Show the path to reach a goal Give security in decision-making Align the company towards the vision and

medium-term objectives In crisis situations help to take the right

position Time scale: 1-3 years

Strategies show the path to goal

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Objectives help to keep on track

What gets measured, gets done! Objectives need to be SMART:

Specific objectives/goals must be clearly defined (not vague, but as precise as possible).

Measurable objectives/goals (concrete criteria for measuring progress).

Agreed targets must be accepted by the recipient (also: reasonable, attractive or challenging)

Realistic objectives must be achievable.

Time-bound. Every objective has a clear timeline by when it must be achieved.

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Projects operationalize the objectives

Projects implement visions and strategies

Therefore every strategic project should be linked to at least one strategy

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Controlling is used for decision support

Controlling ≠ Control Includes the tasks of planning,

targeting, steering, monitoring and information

Is part of the corporate management as coordination task

Decision support for Management

Progress indicators Early Warning System

(problems can be identified in good time)

Processing of data, statistics, graphics

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1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership4. Implementing strategic management 5. Conclusion

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Conclusion

1. An efficient executive has leadership, management and entrepreneurship skills Leadership = do the right things

Management = do the things right

Entrepreneurship = do new things

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2. The vision, mission, strategies, objectives and projects must be systematically interconnected

Op

erat

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al t

hin

kin

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nd

act

ion

Str

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th

ink

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an

d a

cti

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Managem

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3. Without professional controlling any strategic management is a waste of time

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And finally….

Absence of leadership is the worst punishment for both sides!

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University of Applied Sciences HES-SOSerge ImbodenTechno-Pôle 33960 Sierre+41 27 606 90 78+41 79 217 06 [email protected]

Thanks for your attention

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Literature

Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto: Mind Garden.

Blake, R. R., & Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence. Houston: Gulf Publishing Co. Retrieved from http://de.wikipedia.org/wiki/Managerial_Grid

Covey, S. R. (2005). Die 7 Wege zur Effektivität: Prinzipien für persönlichen und beruflichen Erfolg (erw. u. üb.). Offenbach: Gabal.

Drucker, P. F. (2002). Was ist Management? Das Beste aus 50 Jahren (p. 398). Econ.Hersey, P., & Blanchard, K. (1982). Management of Organizational Behavior (4. Auflage.). New York: Prentice Hall.Imboden, S. (2013). Effective Leadership. In Y. Motarjemi, R. Stadler, & H. Lelieveld (Eds.), Food Safety Management, A

Practical Guide for the Food Industry (p. 1192). San Diego: Elsevier.Kelley, & E., R. (1988). In praise of followers. Harvard Business Review, (66), 142–148.Neuberger, O. (2002). Führen und führen lassen: Ansätze, Ergebnisse und Kritik der Führungsforschung (6. Auflage.). Stuttgart:

Lucius & Lucius UTB.Robbins, J. S. (2011). Fundamentals of Management (4th ed., p. 325). New Jersey: Pearson Inc.Shatzer, R. H., Caldarella, P., Hallam, P. R., & Brown, B. L. (2014). Comparing the effects of instructional and transformational

leadership on student achievement: Implications for practice . Educational Management Administration & Leadership , 42 (4 ), 445–459.


Instructional Leader: Focus on the educational support

A leadership style whereby school directors prioritize stimulating teachers to maintain a professional educational approach and keep track of its implementation in the classroom

The tasks of the school‘s director include: defining high expectations for teachers and students lecture observations to develop lessons coordinating lessons across all subjects and year groups collecting, recording and evaluating the learning progress of boys and

girls pupils (Shatzer, Ryan H. et al., 2014)

Instructional Leader



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September 2015 © Serge Imboden, HES-SO